THE INTERVIEW is the payoff.

You've been edging toward it ever since you started working out your goals. Your letters helped you slip your foot in the door. And now you've been invited in to clinch the sale -- if you can.

To come out with the job or to stay in the running for follow-up interviews, you've got to pitch in and work, long before you reach the office door.

All too many go at it from the wrong end, memorizing rigid rules of dress and manner while overlooking what and how they mean to sell. Exaggerated? We have a story.

Andy Bowman had a whole week to ready himself. "Administrative assistant to the vice-president in charge of labor relations for United Chemical" -- this impressive mouthful inspired twenty-seven-year-old Andy to frenzied preparation for the impending interview with Frederick S. Rogers, the v.p. himself. But let Andy tell the story as he told it to the Clinic:

"I read everything I could find on interviews; I peppered all my friends with questions. And wherever I turned another rule popped out. Neat clothes, erect carriage, confident walk, firm handshake, relaxed poise, don't slouch, don't smoke, don't fidget, don't talk too much -- don't this and don't that. Now I think of it there was precious little about what I should do. <pg. 258>

"Of course I knew I had to tell about myself. But I figured that would take care of itself. Didn't I know my own background?

"The great day dawned and I presented myself to Mr. Rogers' secretary.

"When she ushered me to the door I walked in stiff as a West Pointer on dress parade. But Mr. Rogers was on the phone and didn't even look up! My heart sank; a week's practice gone to waste. I stood there for a moment but he waved me to a chair while still on the phone.

"'Don't cross your legs,' I told myself, 'and don't fidget.' As I mentally rehearsed all the don't's that weighed upon my mind, Mr. Rogers hung up then turned to me and said, 'Sorry to have kept you waiting. Why don't you tell me why you want to work for United?'

"With that my mind went blank. Not blurred or diffused, but blank. I sweated and I squirmed. Then I stammered something, I don't know what. About all I can remember after that is that I did NOT get the job.

"It was all ghastly at the time. But now I see it as an invaluable experience. For you'll never get me into an interview again until I am prepared to sell my story."

Not endless rules of behavior, but a few simple selling basics will prepare you for your interviews. Of course you'll dress neatly, scrub your face, and keep your feet off the interviewer's desk. But if you go prepared to sell, the manner will arrange itself.

Put yourself in a "you" frame of mind; think of the employer's needs. Treat each interview as though it's the last one you'll ever get.

All this calls for the rifle approach -- all-out research centered directly at each firm concerned.

Gather all the facts you can about the firm, its product, financial standing, and problems. Dig into Moody's, Standard & Poor's, <pg. 259> Dun and Bradstreet, and other volumes recommended by your librarian.

When called in for an interview after answering a blind ad you may not have much time for research. But almost always you will have at least twenty-four hours. If nothing else, you can visit the firm in advance, pick up any literature they may print, and ask questions about their product. You can also visit your local chamber of commerce for more information.

Next turn to yourself. Assemble all your assets on paper, all the examples that illustrate them in action. And select all the stories that highlight the achievements you wish to emphasize. That's how you shape up beforehand the story of the services you have to offer.

Every employer is interested in what you've done before -- but only as it hints at what you can do for him now and in the future. If you wrap up your story in a package slanted directly at him, you will more likely wind up with the job. Again, this takes prior thought and research.

Take the case of Clinic "graduate" John McAdams. Of fifty-six applicants for comptroller of National Container, eight remained after preliminary screening -- John included. The competition was keen. And three days before his final interview John still puzzled over what main points to implant in the interviewer's mind and where to find some unique service angle.

Poring over National's recent financial history, John finally came upon a clue. For the past five years National's expenses had been steadily cut, but sales and profits had fallen correspondingly. Was this why the last comptroller had resigned, John mused? He decided to gamble on that being the case.

With this decided, he immediately prepared some questions to ask at the forthcoming interview.

Came the day of the interview and John was closeted with Carl Langstrom, National's Treasurer, and a member of its Board of Directors. After an exchange of pleasantries Mr. Langstrom got down to business. "Although I've seen your letter and portfolio, <pg. 260> Mr. McAdams, I'd like you to give me a fuller picture of your activities."

Prepared for this, John countered with, "Do you mind if I ask a question first?"

"Of course not."

"As I see it, Mr. Langstrom, my experience and abilities have no meaning for you unless they can serve National's special problems. Don't you agree?"

"Yes, I do."

"Then I'd like to know this before I go on: Do you want a comptroller who is expense-minded or sales-minded, savings-minded or profit-minded?" And John paused, waiting for an answer.

Mr. Langstrom answered slowly and carefully. "We do want a man who will control unnecessary outlay. But we feel he should not let his devotion to savings stand in the way of expansion of sales. We have learned," he added dryly, "that so-called 'fringe' expenses can be very necessary for profitable returns."

"In that case let me tell you of my experience with the General Container Corporation. There we were faced with a problem... And John went on to relate three dramatic "what I found; what I did; what resulted" stories all conforming to National's needs as stated by Mr. Langstrom -- and as anticipated by John. John got the job.

When you can get your prospect to talk about what he needs the sale is well on its way. Every salesman knows that. Studying National's problems beforehand enabled John McAdams to apply this bit of sales lore.

What advance research and the "you" attitude did for John, they can do for you. When you have all the information you can gather about your prospective employer; when you have all your assets and achievements outlined in your mind; when you have thought of how you can offer your abilities in terms of your prospect's needs -- then you can prove that hiring you will be a profitable investment.

No matter how thoroughly you do the job, research won't always disclose such a wonderful clue to your prospect's needs as <pg. 261> John unearthed. But it will alert you to every hint arising from the interview itself.

If a remark seems to strike the interviewer's fancy, elaborate the point. If he asks a question about a specific skill, throw in your most dramatic stories to illustrate it. Even better, rephrase the question so as to squeeze every bit of advantage out of this implied interest. This underscores the importance of what you then tell him -- and enables you to turn it into a service offer.

Florence King did just this. Called in for an interview as secretary-receptionist to a very busy doctor, she found a number of applicants ahead of her. Florence waited calmly, confident in her ability and her well-prepared story. Finally, her turn came.

"How are you on the telephone?" was the first question the doctor shot at her.

"Do you mean you want to know if I have a pleasant telephone voice, can get names and addresses correctly for you, and arrange your appointments when you're out?" Florence asked in turn.

"Why yes, that's exactly what I do have in mind," said the doctor.

"Then I don't believe you have to worry on that score, Dr. Golden. When I ran the switchboard at.. ." and Florence went on to show with a good story that she could take care of the phone in the manner required.

If Florence had just answered "pretty good" to Dr. Golden's question, she would have made no special impression. All the other girls had said just about that. But the selling technique she learned at the Clinic enabled Florence to channel her story in the direction of the Doctor's personally expressed interests. That's why he hired her.

If you have little to offer in the way of past achievements, you can always display genuine and active interest in the firm and in the job. That paid off for Milton Anderson.

Milton suffered through a score of fruitless interviews before he found his way to the Man Marketing Clinic. We asked him to tell us what happened at those interviews.

"It's just a rat-race," he said. "They all want experience, but nobody'll give you a chance to get it. I go in, and finally I get to <pg. 262> some personnel man. I say I want a job. Usually he asks, 'What kind of a job?'

"So I say I'm not choosy, I'll take any kind of job at all. Then he says, What kind of work have you done?' And I have to say I haven't done any work, I'm just out of school.

"Then they ask me to fill out an application blank just to make me feel better, but I know all the time I'll never hear from them again."

Milton was a friendly and sharp enough youngster with a cherubic look about him. But he sure played havoc with selling technique!

He'll "take any kind of job," he makes no attempt to offer a service, has no idea of his assets -- and knows nothing about any of the firms he visits. To boil all his errors down to one phrase -- he was unprepared. Unplanned, his interviews degenerated into appeals for a job rather than sales presentations.

In his case we suggested the whole works. That he choose a goal, ask for a specific job, use his school background to illustrate his right to the job, and prove his interest in each firm he visited. Milton went to it with a will. In a few weeks he was ready to try his luck again.

This time he picked out ten likely firms, researched each of them, and then set out for some cold-call interviews. Second firm out, he got his job. We asked him to tell the Clinic what this interview had been like.

"The personnel head interviewed me," said Milton. "I took care to ask the girl in the outside office what his name was. So I said, ‘How do you do, Mr. Glover? I am Milton Anderson.' I shook hands with him and smiled. He seemed a little surprised, but he smiled, too."

At this point we want to interject a note of warning. While it worked for Milton, it is usually unwise to offer to shake hands first. Let your interviewer make the first move. Some may not care for such easy familiarity and you could lose out right then and there.

Now back to Milton. "'Mr. Glover,' I said, 'I've seen your new product Toxon in my neighborhood drugstore. I asked the druggist how it was going and he said he's having calls for it, but some <pg. 263> of the customers complain the instruction booklet inside isn't very clear. Because it's a new product that makes them a little afraid of it.'

"Mr. Glover looked a little interested but also seemed amused that a kid would talk that way. So I went on, I would like to grow up with Toxon, Mr. Glover. We could pick up experience together.'

"Then Mr. Glover got his breath. 'And what job would you like?'

"So I said with a smile -- I had it all figured before I walked into that office -- 'Well, I really want the job of comptroller, but of course that's about ten years away.' He laughed. 'Just now I think I could be of best use to you as a bookkeeper. I took the bookkeeping course at the Ronald Business School and finished fifth in my class of thirty-three.'

"'Not bad,' says Mr. Glover. ‘What else can you say for yourself?'

"'As I see it,' I told him, 'the two things you need most in bookkeeping are speed and accuracy. Is that right, Mr. Glover?'

'Pretty much.'

"'Well, my trial balances always came out among the first in my class and they were usually right.' Then I showed him a letter from Mr. Ronald, head of the school, that was very specific on these points.

"Mr. Glover leaned back and said with a smile, 'I think Toxon would like to grow up with you, too. But wait,' he said.

"Then he phoned someone he called John. He told me to come along with him. We came to another office and he introduced me to Mr. Mott, the comptroller!

"'John,' said Mr. Glover, 'you'd better be on your toes. This young man is after your job.' Then he told him what I had said and we all laughed.

"I decided this was a good chance to get in another word. So I told Mr. Mott I really hoped to be a comptroller one day and would appreciate any advice he could give on what to study. He said he'd be glad to help and that he'd like to watch my progress. He invited me to talk with him when I'm planning my courses at night school" <pg. 264>

This was the same Milton Anderson who had been caught in a "rat-race." He had no more experience for the job he landed than those he missed. But by absorbing the principles of personal salesmanship he had grown enormously in mental stature.

Note how advance research allowed Milton to display active interest in the firm's product. Note too that he had prepared in advance his "speed and accuracy" question. Confident in his knowledge of the firm, the job, and himself he was able to work in his prepared questions and the comptroller touch in a poised and natural manner. Just as John McAdams and Florence King had done with their questions.

Which raises an important point. Although the dictionary defines "interview" as "a mutual view or examination of each other," it is normally a one-sided ordeal, in which the applicant labors under a strain. But when you know you have something to sell that your prospect wants as much as you want his job, then you can make the interview a mutual exploration of views.

Examine the job and the firm just as carefully as the employer will investigate your abilities.

Decide what you want to put in the interviewer's mind.

Organize your story carefully so that your assets will come through clearly and in service-to-the-employer form.

Prepare some questions of your own beforehand.

The inner assurance you gain from such preparation gives you the relaxed poise needed to keep your interviews on a man-to-man plane.

Patricia Hernandez gives us another instance of how an interest-in-action approach may offset lack of experience. A well-groomed college graduate of twenty-eight, with a mass of dark hair, huge black eyes, and a shy, tremulous smile that effectively masks her aggressive nature, Patricia worked for a small publicity firm. "I've been beating the drums for some of the worst plays to hit Broadway," she said.

Now she had her eye on promotion work for an airline, any airline. "Partly because it sounds glamorous," she confessed.

Sending out an excellent shotgun letter she pulled in six interviews. Confident in her ability, however, she neglected to prepare for them beforehand. Came the first two interviews -- and two <pg. 265> washouts. "We want some transportation promotion experience," were the fateful words.

Undaunted, Patricia buckled down to study. Upon examining airline ads and publicity, she decided they were weak on "why and wherefore," to use her own words. Why did people fly, or not fly? Patricia passed up her next interview to do a one-woman market research survey.

With the results neatly tabulated, Patricia marched briskly in to the promotion department of airline number four. After one or two minor questions the interviewer asked her, "What have you done in this field?"

Patricia quickly answered, "I've made a study of why people decide to fly -- or use a train instead."

"Just what did you do?"

"I've asked a hundred men and a hundred women whether they ever used planes on their business or pleasure trips, and why or why not. I made a little tabulation grouping the answers by reasons given with recommendations on how to slant advertising and promotion accordingly. I've got the chart with me."

"Say, I'd like to see it!" exclaimed Mr. Goren, the interviewer. And the question of experience never came up again. Patricia was in.

A genuine interest in a firm is a salable asset. And like any other asset it is best illustrated in action.

Never make a statement of ability or of interest without backing it up. And the best time to marshal your proof is before the interview starts.

Don't take the Milton Anderson-Patricia Hernandez stories to mean you must conduct market research surveys whenever you wish to prove interest in a firm and its products. But you do need knowledge. You must take the trouble to know the firm's products.

Many years ago, a few months after it started publication, the magazine Life advertised for a stenographer. Of a hundred who replied, about fifty were called in for interviews. Although the magazine could be bought at any newsstand, only two of these fifty applicants bothered to buy a copy and read it. It is no accident that one of those two girls was chosen. <pg. 266>

As early in the interview as possible you want to paint a clear picture of your assets and achievements. But never be satisfied with just a bald statement of them.

"I am fast and accurate" will win little but boredom. Draw a little picture, as Milton Anderson did. "My trial balances always were among the first to be finished, and were always correct." And remember he even backed that story with a supporting letter.

To be sure of getting your assets and achievements across in a form that best appeals to your prospect's self-interest –

Preparing questions in advance lets you play a more positive role in the interview. Of course it is unwise to take the direction out of the hands of the employer. But you can gently maneuver the interview in a favored direction with intelligent questions prepared in advance.

"What qualities do you look for particularly in your radio technicians?"

"What do you regard as the most difficult part of the job?"

"Do you find that getting dealers to display your goods prominently is a pressing problem?"

"Have you had any complaints on packaging?"

"Don't you feel that a quick memory for faces is essential to a receptionist?"

Questions like these will get the employer talking about the job and enable you to gauge his interests. Thus you can present your abilities in the way he most wants to see them. It is wise to preface your queries with a polite: "Do you mind if I ask you a question?"

Questions or no, many an employer will want to tell you all about his needs, his problems, and his ideas of the job requirements. Let him talk! Don't turn the conversation to your assets and experiences until he airs all his wants. Then you can let your experiences show what you can do for him. <pg. 267>

Most of us are prepared to give a more or less organized account of our work experience and our school record. The rest we leave to chance. But why gamble needlessly?

"Why did you leave your last job?"

"Why do you want to work with our company?"

"What salary were you thinking of?"

If your interview progresses at all well, these or equivalent questions will almost always come up. With thought, good answers can be given to any potentially embarrassing question. But the time to think is before the interview.

Say, for example, you've been fired from your last job. You know you'll be queried on it. Instead of waiting tensely for the direct question, plan to slip it in first.

Suppose the interviewer says, "Tell me about yourself." Or, "What sort of work have you been doing?" Give out first with two or three of your strongest assets-and-results stories.

Then casually say something like this: "I think I learned more from my last job than anywhere else. I got the idea that one or two matters I handled could be done only my way. I wouldn't listen to any suggestions and I stepped on a few toes. Maybe I've learned the hard way, but you can be sure I'll never again fail to work with the team." The very candor of the statement will be disarming.

Aside from candor, this way of putting it turns the experience into an asset. For you've learned a lesson! Slipping an awk-ward fact into the discussion before the interviewer gets round to it himself, tends to minimize the matter.

But suppose he does put the question before you get a chance to beat him to the punch? "Why did you leave your last job?" Or, "I see you were fired once. What happened?" You can still say blandly, "I sure had it coming to me." And go into your story as above.

The main thing in handling any difficult question is to answer honestly, naturally, unemotionally, and briefly. Then go right on to something else.

"Why do you want to work for us?" There is just no good reason <pg. 268> to give a weak answer here. Yet so many do. They do because they do not prepare for it beforehand.

"I heard you treat your employees well." "It's a big outfit and I guess there should be a good chance for advancement." When they don't flounder around completely, too many applicants give such self-centered replies. Yet here is an ideal chance to show a "you" attitude.

Think about the job and the firm and your assets before the interview. Then think over the "why do you want to work here?" question. Prepare an appeal to your prospect's self-interest in reply.

"My study of your distribution (or clerical, or mechanical, or engineering, or whatever) problems makes me feel I can be of real service to your firm."

"I have read that you are working on a new chemical process. Since all my studies and experience have been in that direction I feel I can make a worthwhile contribution here."

Some such modest statement based on factual knowledge can work wonders.

"What salary do you have in mind?" is a question that many find especially bothersome. Applicants often reply, "The future possibilities are more important than the starting salary."

This may be a good reply for a beginner. To someone just starting out in the business world, salary may not count very heavily. But to a man of thirty or more, this may be precisely the wrong thing to say.

For the figure you name gives an immediate index to the value you place upon your services. As does an implied willingness to start quite low. Employers judge accordingly.

Ask what you know you are worth. Then stick fairly close to that figure in any subsequent bargaining. The employer will respect you for it.

But price should be discussed at the end of the sale when the prospect wants to buy. Defer salary if you can until you have presented your case to the best of your ability.

Again, you can do this best when you have prepared a maneuver beforehand. Say you are asked early in the interview, "How much money did you want?" <pg. 269> You might say something like this: "It is not just a question of what I want, but of what I am worth to you. After I tell you what I can do for you, then we can have a better idea of salary. Don't you think so too?"

The question tacked on at the end softens the statement. But more, it's almost bound to get you a "yes" reply. As any salesman will tell you, it helps to get your prospect in a "yes" frame of mind.

But if the interviewer insists on a direct answer, tell him. But remember, people will value you very much as you value yourself. We have heard of many cases at the Clinic where men being seriously considered for jobs were turned down because they asked for too low a salary.

Conversely, if you ask for more than the employer had in mind, but have proved your worth in the interview, he will often raise his offer. Of course, your asking price should jibe with the going rate of the job you're after. It pays to make inquiries before your interview at a government employment agency or from those working in that field.

In many of the larger firms set pay scales are worked out for each job. In such cases -- except for top executive posts -- there is no bargaining. The salary is stated, and you take it or leave it.

But where you will be faced with the question, prepare in advance. Know what the average rate is in other firms. Know your own value. Hold off price discussion as long as you can. Show that you're selling a service the employer can profitably use. Then state your asking price. Be prepared to bargain, but don't drop too far below your asking figure. Too abrupt a drop weakens your position.

Every salesman knows he's bound to run into a number of objections. But the successful salesman knows in advance what these objections will be and has a ready answer for them. And that is exactly what you should do. You too should be prepared for any turn the interview may take.

"We are hiring only college graduates."

"You are too old for the position."

"I'm afraid you haven't had enough experience.

"We can't pay you the salary you deserve." <pg. 270>

There is no good reason why you should be caught flatfooted by any such stumbling-block. No one knows the weaknesses in your career more intimately than you do. So if you've studied the job requirements you must know what objections will be thrown at you. Prepare for them in advance.

An objection voiced by the interviewer assumes more importance than one you've anticipated and disposed of before he gets to it. When you bring it up yourself you show you've given the matter thought and are prepared to prove your value despite it. Moreover, this usually avoids the negative attitude that otherwise crops up.

Let us illustrate.

Grace Ryerson was quite worried when she came to the Clinic. Well-qualified for a secretarial position, she got many interviews. But most of the jobs of the type she wanted went to college graduates. Grace didn't know how to get around this problem.

We asked her to act out an interview as it most often happened. After a few questions we asked, "What education have you had?"

"While I've only had a high school education," Grace replied, "I have taken some night school courses."

Someone pointed out that the "only" as well as the whole tone of her approach emphasized her lack of college education. It was suggested she say something like this: "After I graduated from Hollis High School I took two business courses at the Central Business School. As you know this is one of the best in the city. And I finished in the top 10 per cent of my class."

Looking upon this as an accomplishment, Grace learned to say it with a hint of pride in her voice instead of her former note of apology.

And we remember Adele Boulanger who wanted to be a bank teller. Adele's interviews drew blanks. Faced with the "experience" query she'd reply: "I have had no experience in this work, but I have handled money as a relief cashier in the Palace Theatre."

The "but" in this context sets an apologetic tone, and impresses the "I have had no experience" more firmly on the interviewer's mind.

Thinking along Clinic lines soon set Adele on a positive track.

<pg. 271>

What did the job call for? What have I done that helps me measure up? With this approach Adele just had to handle the no experience" objection more smoothly. Judge the difference for yourself.

"As relief cashier in the Palace Theatre, I handled large sums of money, took hourly reports on the number of tickets sold, and closed out the daily statements at night. Accuracy was important, for every penny was checked by the number of tickets sold."

Handled this way her theatre experience fitted bank teller requirements. Objections faded. Adele now works happily at a teller's cage.

But an objection may spring at you before you tackle it. That makes things that much more difficult. For most people don't like to be proven in error. So you have to refute the objection without telling the interviewer, "Your ideas are all wrong."

For example, an interviewer might say, "I think a man of your age is too old for the job." You certainly don't want to say, "You're all wet," or words to that effect. Nor do you want to react apologetically: "I know you're right, Mr. Jones, but I'm unusually active for my age."

The sales way to do it would be something of this nature. "Am I correct, Mr. Jones, in assuming that this job demands keen judgment and analytical ability?" When Mr. Jones says "yes," you can then show how effectively you have analyzed and dealt with specific problems in the past and how your judgment has matured because of such experiences. You can round this off disarmingly with, "Don't you feel that these experiences are of positive value to your firm, Mr. Jones?"

In short, answer all voiced objections candidly and confidently. And try to turn the implied liability into an asset.

It takes a rare man to do this under the stress of an interview. Prepare yourself in advance!

Closing the Sale

One of the greatest problems in securing a position is getting a definite decision. For the employer normally has many applicants from whom to choose. Favored with such abundance he will often say, "I'll let you know." If you just let it go at that you may have a long, long time to wait. <pg. 272>

If you have handled the interview properly, you should be able to judge when the employer is about ready to call a halt. Get your "close" in first.

It is perfectly in order for you to say, "I would like to know if my background appeals to you."

That calls for a definite response. If he says, "It does," you can add, "I'm glad to hear that. For my part I'd like to work here. When would you like me to start?"

Should he say, "Nine o'clock tomorrow morning," say simply but sincerely, "Thank you, Mr. Jones. I look forward to this opportunity."

Then go home and relax.

On the other hand, the interviewer might tell you, "We have a number of other applicants to interview before making our decision." In that case, don't be insistent, don't oversell. Do leave the way open for a follow-up.

Once you've made your impression in person, a well-prepared portfolio or other follow-up material can swing the tide completely in your favor. But qualify your prospect first, that is, make sure he'd like to see your material. Tell him, "I've prepared a folder that shows in fuller detail how I can serve your firm. May I send it along to you?"

In any case, send the interviewer a "thank you" note. Such a courtesy is always appreciated but rarely extended.

Your "thank you" should be brief. Still, it can trail a salesmessage in its wake. For example, it might read:

Dear Mr. Jones:

I want to thank you for the chance of discussing the interesting problems you face at Eastern. Thinking over what you said about the need for statistical detail, I thought you might like to see the enclosed sample of my work for North American. I enjoyed meeting you and I look forward to a long association with your firm.

Sincerely,

Joe Doakes

Many failures to land top-flight jobs can be traced to poor follow-up technique. There's too great a tendency to send a mere thank-you note sans sales message. Or to phone and ask innocuously, <pg. 273>  "Have you reached a decision yet?" It's what Dick Borden, a leading sales consultant, calls the "here I am again" approach.

Instead, why not let your follow-up call or letter do a selling job for you? Refer to major points brought up at the interview. You might say, for example, "Since our talk I've been thinking about the labor turnover problem you spoke of, and have worked out an approach which I'd like to discuss with you at your convenience." Or, "I have talked to people who buy your product and find . .

In short, each phone conversation and each letter should serve to bring you closer to the job. Demonstrate your deep interest in your prospect's problems by digging up information of practical value. Or point to facets of your experience that may meet your prospect's most pressing needs. Your follow-ups, in other words, should be as sales-minded as every other phase of your campaign. And they should be saturated with the "you" attitude.

All this is especially true of jobs at the executive level. For most important openings will attract a number of good applicants of comparable qualifications. Say you're the third of ten men the interviewer sees. By the time he hears out the tenth man, your story and personality will inevitably be blurred a little in his mind. Bring yourself back into sharp focus, individualize yourself again by way of your follow-up. This will help you stand out from the crowd.

If possible, arrange to have a mutual business friend phone or write him about you. Employers normally put more weight on the opinion of those they know. But they also will be interested in the opinion of other businessmen.

Henry Moyer used such follow-up letters to excellent purpose. He had just graduated from a good business school. His record was not particularly impressive. His school grades weren't very high; nor was his personality outstanding.

When we talked with him about his job campaign, we were impressed by only one thing, his determination to get ahead.

Henry knew he had no special assets apart from his ambition and willingness to work hard. He felt the need of something to distinguish him from the crowd. <pg. 274>

He hit on the idea of having two businessmen follow up his interview for him. First he went to the head of his business school. Together they worked out a letter. With this letter, he called on Mr. Marshall, a grocery store proprietor for whom he had worked Saturdays. He asked Mr. Marshall to write a second letter. Mr. Marshall sat right down and worked one out. Then he gave Henry a batch of his letter-leads so that he could type up a letter whenever he needed one and bring it to Mr. Marshall to sign. Each of Henry's prospects received these two letters the day after they interviewed him:

Marbleton Business School
Louisville, Ohio

June 21, 1953.

Mr. F. B. Applegate, Treasurer
Amberg Manufacturing Company
Louisville, Ohio

Dear Mr. Applegate:

Henry Moyer tells me he is very much interested in an office position that he discussed with you this morning.

Henry graduated from our business course last month. He was not the head of his class. He was not an outstanding leader. Yet if I were hiring a boy out of that class, I would certainly consider Henry.

Why? Because Henry knows how to work. He is used to it. He is earnest about it. He worked part time in our office, in return for a scholarship. We found he turned out more than the average amount of work, and it was always well done.

He hitchhiked in to school every day from his home, which is six miles out. His record shows not a single tardiness.

You can count on Henry to handle his work well, without supervision and without fuss or question. And you can count on him to do more than his share. I appreciated his type in my office; I believe you will too.

Sincerely yours,

C. E. Marbleton <pg. 275>

Marshall Brothers
Chilton, Ohio

June 21, 1953.

Mr. E. B. Applegate, Treasurer
Amberg Manufacturing Company
Louisville, Ohio

Dear Mr. Applegate:

I would like to speak a good word for Henry Moyer, who talked with you this morning about a position in your office. Since he was twelve, Henry has helped us around the store on Saturdays. At first he delivered orders in the neighborhood. Later, he helped us put up orders. And when Henry put up an order, we never had an angry customer calling up to say, "Where's that pound of butter I ordered?" He seemed to keep his mind on his work. And yet he could put up orders as fast as the regular boys.

Later Henry waited on customers. And he had quite a knack with them. He seemed to know just when to suggest an extra box of strawberries without overdoing it when the customer was in a hurry.

We never had a more willing boy, always ready to sweep out or deliver an extra order after closing time. I would have Henry here in a minute if he were interested in this kind of work.

Very truly yours,

Mark B. Marshall

Henry's prospects received these letters in the morning mail. In early afternoon he would phone, ask if his letters had been received, and if the employer was ready to make a decision.

When he followed up his eighth interview in this way, Henry was offered a fine job. There was only one reason why Henry was able to land a better job than others whose school records were much better than his. That was his persistence. Moreover, his campaign dramatized his drive.

The applicant in the employment line can utilize the same kind of approach, but it all has to be boiled down into a sentence or two. For example: <pg. 276>

"For two years at Bryant and Smith I operated a turret lathe and a drill press. Harry Johnson, my foreman there, will tell you that my production was high and spoilage low."

Let's put it all together.

To turn your interviews into offers:

1. Have a clear picture of what the job calls for.

2. Gather all the facts you can about the firm and its products.

3. Draw up in advance an outline of the main points to be covered.

4. Appeal to the employer's self-interest. Offer a service or dramatize your interest.

5. Back up all statements of ability and achievement with proof.

6. Prepare some questions of your own in advance. Keep etched in mind the two-way character of the interview: mutual exploration.

7. Prepare for the questions normally asked.